The Secret to Increased Productivity – Single Tasking

There is a myth of multitasking, which many have bought into, but which reduces their effectiveness and productivity. I still remember when I was struggling with this in my job and an article in Time magazine from 2006 struck a cord with me as I read it:

There’s substantial literature on how the brain handles multitasking. And basically, it doesn’t.

The Time magazine article focuses on what a 2005 Kaiser Family Foundation study dubbed "Generation M," a group of young people (ages 8 to 18) who were increasingly engaging in "media multitasking." The article found that while the total time spent with electronic media hadn't increased significantly, the amount of media consumed within that time had, thanks to activities like instant messaging while watching TV or doing homework.

The key scientific finding highlighted in the article is that the human brain does not truly multitask. Instead, it performs a rapid toggling between tasks. When an individual attempts to perform multiple complex tasks simultaneously, they suffer from a significant decrease in efficiency and a higher rate of errors.

The article explores the psychological and social implications of this behavior, noting that replacing face-to-face interactions with "disembodied e-exchanges" could weaken human bonds. It also warns that the constant overstimulation could condition the brain to an "overexcited state," making it difficult to focus on a single task, a skill essential for learning and memory consolidation.

When people try to perform two or more related tasks either at the same time or alternating rapidly between them, errors go way up, and it takes far longer–often double the time or more–to get the jobs done than if they were done sequentially."

Commentary and Modern Expansion: From Gen M to the Digital Economy

As we reflect on this article nearly two decades later, we can see how these trends have not only persisted but have accelerated with the evolution of technology. While the article discusses Instant Messenger and CDs, we now contend with the omnipresence of smartphones, social media, and a work culture that often demands constant connectivity.

• The Myth of Productivity: The article's finding that multitasking is actually sequential processing is more relevant than ever. In the IT and business world, we now have terms like "context switching" to describe the mental toll of jumping between different projects, applications, and communication channels. Businesses are increasingly recognizing that this behavior, far from being a sign of high performance, can lead to burnout and a significant loss of productivity. This is why techniques like "deep work," where you focus on a single task for an extended period, are gaining traction in the professional world.
• IT's Role in Enabling—and Mitigating—Distraction: In 2006, IT departments were focused on managing desktops and networks. Today, they are at the center of the multitasking dilemma. They provide the tools that enable constant connectivity (e.g., instant messaging platforms like Slack and Teams) but also the solutions to manage it (e.g., productivity dashboards, focus mode settings, and project management software). The challenge for a modern CIO is to provide flexible tools without creating a constant digital bombardment for employees.
• Economic Implications: The article hints at the long-term consequences, but in a business context, this translates directly to the bottom line. Distracted employees are less innovative, less accurate, and less efficient. This can result in delayed projects, costly errors, and a decline in overall output. The economics of attention are now a critical consideration for any organization. Businesses that can help their employees manage their digital environment and protect their focus will have a significant competitive advantage.